2013 Staff Survey Findings Summary
The 2013 Staff Survey Findings report presents the complete results of Georgia State University’s staff climate survey. The 2013 staff survey was developed in collaboration with the university’s Staff Council, the Office of Institutional Effectiveness, and the Office of Institutional Research.
The results presented in the report are based on responses from 1120 university staff who completed the survey during its administration during June and July, 2013. The response rate was 48.0%. The instrument reliability alpha was .945 (excellent).
The report begins with an overview of survey development and methodology. Section one presents the respondent characteristics. The second section presents descriptive data that reveals the general response patterns associated with questions on job satisfaction, mentoring, and training or professional development opportunities. Section three addresses issues around employee retention. The fourth section explores the relationship between employee satisfaction and demographics and section five compares the 2013 staff survey findings with findings from the 2011 survey. Recommendations regarding the survey findings are offered at the end of the report.
- More than half of the respondents indicated that they had seriously considered leaving their job in the past year. Besides updating their résumé and conducting job searches, over half have applied for jobs outside of the university and over a third have had job interviews. The two most important reasons for leaving their job center on salary issues and lack of career advancement. Poor management and a negative work environment were also noted factors. Those who have considered leaving have significantly lower mean scores on all satisfaction items compared to those who have not considered leaving.
- Those staff in their current position between four and nine years are significantly more likely to have considered leaving their job than those employed more than ten years.
- Over three-fourths of respondents have not engaged in mentoring activities. For those mentored, they are more likely to get access to training and career development. They engage in discussions and solicit feedback in both formal and informal settings. Those who are mentored have significantly higher mean scores in the areas of environment, job function and performance, and communication than those who are not mentored. Also, they are less likely to have considered leaving their job than those respondents who do not have a mentor.
- Overall, respondents indicated a high overall satisfaction with their job environment. They believe their department/unit supports an inclusive understanding of diversity and they have developed close relationships with their colleagues.
- Although respondents generally agree that their supervisors keep them informed about university developments that may affect their job, they are less confident in their ability to communicate with higher administration.
- Staff believe their skills are put to good use and they are encouraged to increase those skills, but they do not believe as strongly that they can advance in their career.
- The large majority of respondents indicated that they are able to take advantage of training or professional development. For those staff unable to take advantage of such opportunities, time issues, lack of funding, and lack of support by management were major barriers.
- Georgia State staff are well educated. While the majority of respondents have college degrees and slightly less than half of those are post graduate degrees.